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  • Hachette Australia
  • Hachette Australia

What to Do When You Become the Boss

Bob Selden

1 Reviews

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Prose: non-fiction, Management & management techniques, Advice on careers & achieving success

Updated edition of this essential handbook for new managers!

Most new managers get very little initial training about how to manage. Generally new managers are promoted or selected for the role because of their excellent technical or professional expertise. It is assumed therefore that they will also be expert at people management. This book fills the 'people management' learning gap for new managers.

A complete 'how to' guide for managing your boss, your people and yourself - make a success of your career as a manager. Packed with handy tips and case studies you'll find yourself referring to this book again and again as you progress through your career.

You will discover how to:
- become an effective leader, get the best out of yourself and be recognised throughout the organisation - distribute your time appropriately between the three essential managerial role elements of leading, managing and operating - manage your boss - one of the most important of your work relationships - manage the performance of your team including setting and maintaining standards, coaching, motivating and appraising performance - delegate, make more effective decisions, and run motivational team meetings - select the best person for the job with a process that is four times more effective than traditional selection processes.

The simple and practical actions laid out in this handbook have shown thousands of new managers a better way of managing. Find out for yourself.

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Praise for What to Do When You Become the Boss

  • The rich array of case studies, many drawn from Bob s own experience as a line manager, add colour and weight to this comprehensive must read user s guide for new and not so new managers. - Humphrey Armstrong, Lifelong Learning Systems, Sydney, Australia

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Bob Selden

Bob Selden survived his first new manager's role in banking to eventually develop into a senior manager responsible for the career development of hundreds of other managers. During this growing process and later as an organisational development consultant, trainer and coach, he learnt what works and what doesn't work when managing others. Now Bob is kept busy as a consultant to various organisations, coaching on the Mobilizing People program at the International Institute for Management Development in Lausanne, Switzerland, and facilitating on programs such as the Middle Manager Development program at the Australian Graduate School of Management in Sydney. For more visit

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